International Research Journal of Engineering and Technology (IRJET)
e-ISSN: 2395-0056
Volume: 06 Issue: 07 | July 2019
p-ISSN: 2395-0072
www.irjet.net
Quantifay the Different Constraints for Delays in Infrastructure
Construction Project Work and Recommending Corrective Measures
for Same
Avinash Adinath Chougule1, Dr. D.N. Mudgal2, Prof. S.B. Patil3
1PG
Student, Civil Engineering Department, Ashokrao Mane Group of Institutions, Vathar, Maharashtra, Indi
2Director of Ashokrao Mane Group of Institutions, Vathar, Maharashtra, India
3PG Co-ordinator, Civil Engineering Department, Ashokrao Mane Group of Institutions, Vathar,
Maharashtra, India
---------------------------------------------------------------------***----------------------------------------------------------------------
Abstract - The aim and scope of this project is to identify
limited literature for the constraints in the construction
working environment, it is important to identify the
potential constraints in the construction project, which will
help to decrease the unnecessary wastage and loss of both
money and time because of inadequate planning. Controlling
the constraints is thus a pre-condition for high performance
of the project. Constraints is based on the idea that every
system has at least one bottleneck which can be defined as
any kind of situation that impedes the system to reach high
performance level in terms of its purposes. A constraint is
defined as anything that limits an organization or entity from
moving toward or achieving its goal. Constraints logic forms
major portions of the organization's philosophy of
continuous improvement. It is applied to identify what
factors limit an organization from achieving its goals,
developing a solution to the problem, and getting the
individuals in the process to invent the requisite changes for
themselves. It has been realized that reducing and
eliminating critical constraints through better means of look
ahead planning are the keys to achieving reliable workflow
and, consequently, increased productivity. Constraint
modeling is an indispensable step in construction planning.
Reliable planning depends on effective identification,
formulation, and satisfaction of key constraints in
production processes. Constraint management helps to
optimize production plans, resolve resource conflicts, and
increase the availability of resource and information
prerequisites. Reducing uncertainties in the workflow
requires new methodologies and tools that can deal with
other types of constraints rather than only the process
constraints. Infrastructure Construction projects are facing a
greater number of uncertainties and more severe risks,
which could cause much bigger losses than in the past.
Construction projects are subject to numerous constraints of
various types, including contractual due dates, resource
limitations, and safety, financial, and managerial constraints.
Construction projects are characterized by their complexity,
uniqueness, and the fact that there are various types of
constraints imposed by stakeholders. If constraints are
better understood at the outset, it is believed that better
performance can be assured.
the constraints in infrastructure construction project working
environment. If constraints are better understood at the
outset, it is believed that better performance can be assured.
Identifying and removing constraints from bottleneck
activities help to reduce uncertainties in infrastructure
construction processes and increases the transparency of
project management. This study was carried out based on
literature review and a questionnaire survey. The data for this
study will be gathering through a detailed questionnaire
survey. The questionnaire form is forwarded to various
construction industries through email and in personal. The
objectives of the study is to successfully reduce the constraints
which will help to decrease the unnecessary wastage and loss
of both money and time because of inadequate planning.
Key Words: Constraints, Bottleneck activities, Quantifay,
Workflow, Relative Important Index.
1. INTRODUCTION
Constraints becomes an important factors which focuses on
the weakest rings in the chain. Constraints are defined as
anything that limits a system from attaining higher
performance towards its goal. Identifying and removing
constraints from bottleneck activities help to reduce
uncertainties in construction processes and increases the
transparency of project management. Needs and constraints
in a multi-party working situation bring complications in
project management. Needs are diversified when the client is
a large organization such as a public client or a corporate
client. However, constraints in construction projects limit
their achievement of high performance that we are unaware
of the existence of the constraints, or, we tend to put more
emphasis on the project goals. The construction working
environment involves multi-party participation. Needs and
constraints in a multi-party working situation bring
complications in project management. These can further
develop into conflicts and disputes, which bring cost
consequences, direct and indirect, to clients and contractors.
The project team members have to meet client’s needs on
one hand and to overcome constraints on the other hand.
With the
© 2019, IRJET
|
Impact Factor value: 7.211
|
ISO 9001:2008 Certified Journal
|
Page 1915
International Research Journal of Engineering and Technology (IRJET)
e-ISSN: 2395-0056
Volume: 06 Issue: 07 | July 2019
p-ISSN: 2395-0072
www.irjet.net
2. IDENTIFICATION OF CONSTRAINTS
at the outset. On the other hand, coordination of services
works also poses technical constraints in construction. While
having electrical wiring, ventilation duct work, fire services
and plumber works with further complication of broadband
alignment, telephoning system and security system give rise
to technical constraints that demand coordination and
collaboration of multiparties in terms of design and
construction. Technical constraints are more readily
recognized at the outset and at the stage of design, but this
does not mean that all constraints can be overcome
(Lorterapong and Ussavadilokrit, 2013).
2.1 INTRODUCTION
Collection of information through literature review and
preliminary study of the factors are causing constraints in
delay of construction work. The collected data will be the
base for the further progress of the study. In our study, we
firstly classified the constraints into five categories based on
literature review they are as follows
2.2 ECONOMIC CONSTRAINTS
2.6 SOCIAL CONSTRAINTS
The economic constraints mainly happened with budget
limit and allocation of the money. Due to the budget limit, the
adopted construction system may not be the best option for
achieving the project goal and quality. It will affect the
proceeding of the project. As for the allocation of money to
be used in the project, if the money is not effectively
allocated, it will affect the progress of the project. The effect
on the project is the product quality and performance of the
project (Muhwezi, Acai and Otim, 2014).
No construction work could proceed in rural area without
people’s involvement. The social factors constitute
constraints in the construction working environment. It is
not surprised to learn that undesirable effects come from a
relative small number of key persons and the constraints are
human constraints (Wang, Shou and Wang, 2015).These
social constraints may appear minor and insignificant, but is
very complicated to deal with. Sometimes it may arouse big
problems for the project and will at the same time affect the
progress of the project. Constraints related to people can
appear in three different forms:
2.3 LEGAL CONSTRAINTS
The legal constraints exist because there are many
regulations that are ruling the construction project. The legal
constraints are mainly related to work law, safety
regulations, and supervision plan. For example, as prohibited
by law, certain types of construction work could not be
carried out during Sunday and public holidays. As for the
impact of the legal constraints, from one side, it may affect
the schedule and lead to project delay (Lau and Kong, 2006).
a)Human resistance
b)Emotional constraints
c)Ownership of the problem
In implementing changes, there will be human
resistance. So constraints have to be thought of during the
planning stage before actual implementation so as to
minimize the effect of human resistance. As for the
emotional constraints, there is tendency for people to take
defensive action rather than ‘toleration’ even the rational
minds tell them not to. In this stance, people are emotional
disturbed. In situations when constraints are concerning job
security, the impact of the emotional constraints can be even
greater and can cause devastative effects. As for the
ownership of the problem, people may at times facing
problems caused by others or by Act of God. It is easy to say
that they do not cause the problem and thus are not
responsible for it. Someone have to be held responsible for
whatever causes there are. Moreover, providing an answer
to a problem even if you are aware of it sometimes may not
bring the expected results.
2.4 ENVIRONMENTAL CONSTRAINTS
The public concern and regulations require the environment
to be protected such as air protection, tree preservation,
traffic limit, noise control and so on. In the planning and
design stage of the project, the responsible people need to go
to the “Environmental Department” to apply for the approval
justification for the project. This takes time and will affect
the project progress. If the approval is not obtained on time,
the whole project will be delayed, or could not be carried
out. There are also other technical constraints arising from
air protection, tree preservation, traffic limit, limit due to
excavation permit for works, etc(Lau and Kong, 2006).
2.5 TECHNICAL CONSTRAINTS
3. RESEARCH STRATEGY
There are quite a few technical constraints arising from
restrictive site area and congested surroundings which are
particularly applied to the site environment in India. On one
hand, building projects in India are usually constrained
wither strictive site area where storage space,
transportation and temporary works require input of careful
planning by design engineers, while the design and
construction of the building works itself can be fairly certain
© 2019, IRJET
|
Impact Factor value: 7.211
Data collection is a vital part of research. In this project,
data was collected from Sangli region through direct
interview based on standard questions formulated. A
questionnaire was designed to collect information from
Contractors and Architects.
|
ISO 9001:2008 Certified Journal
|
Page 1916
International Research Journal of Engineering and Technology (IRJET)
e-ISSN: 2395-0056
Volume: 06 Issue: 07 | July 2019
p-ISSN: 2395-0072
www.irjet.net
The questionnaire contains a set of simple and straight
forward questions whose purpose is to collect particular
data and information. This provides the basis to identify the
constraints in delay of infrastructure construction project
work. The collected data will be the base for the further
progress of the study. On the basis of collection of data to
identifying constraints in delay of infrastructure
construction project work by Relative Iportance index
method.
W is the weighting given to each factor by the
respondents (ranging from 1 to 5),
A is the highest weight (i.e. 5 in this case), and
N is the total number of respondents (Gunduz,
and Ozdemir, 2013).
Nielsen
6. RANKING OF CATEGORIES
4. PRIMARY DATA
The primary data was obtained using the survey method.
These include the distribution of questionnaires and
collection of data from key respondents and professionals
pertaining to the infrastructure construction industry. In
order to achieve the aim and objectives of the study, welldesigned questionnaire were formulated to gather
information from appropriate respondents. Data obtained
was analyzed to get meaningful conclusions and
recommendations.
The design of questionnaire was done based on the
analysis made in various literature reviews. Various data’s
have been collected for designing the questionnaire. Total 26
questions related to different factors were designed but
those questions having more impact on delay have selected.
Questionnaire was generally designed in the rating of factors
on five point scale was given in the questionnaire.
Fig 1. Graphical Representation of all Categories and their
RII
All the six categories involved in the total survey are
combined together in following Figure. The Figure 1 shows
average of RII of each group in this stage to compare them
together. From Figure 1, it is seen that causes of feasibility
and early planning stage shows maximum RII 0.740.
According to participant’s response, causes related to are
feasibility and early planning stage affecting the delay of any
project in construction in large percentage, which is then
followed by finance category as it shows second highest RII in
this stage i.e. 0.703. The third delay factor is related to the
External factors whose RII is 0.691.Material and Equipment
Category are at fourth and fifth position in this ranking with
RII 0.646 and 0.628. The Other (Contractor related causes)
Category stands at bottom position in this ranking as it shows
lowest RII 0.617, which shows this is not affecting the project
delay too much as compared to other factors in this stage
according to participant’s response.
5. ACTIVITIES CONDUCTED
1) To ensure maximum participations, the questionnaires
were sent to major projects, clients and their contractors
and consultants.
2) The data collected were presented, tabulated and
analyzed using suitable statistical techniques.
3) A discussion of the results is linked with the findings of
the literature and delay causes were identified and ranked
based on their severity.
4) A comprehensive review of the literature related to the
topic of this study is performed.
7. RECOMMENDATIONS
PROBLEMS
5) To achieve the study objectives, several research
techniques have been reviewed and the questionnaire
technique has been selected due to the applicability to this
research.
Where,
Impact Factor value: 7.211
DELAY
1. Contractors should not be rewarded jobs for which they
lack sufficient expertise. They should gain necessary
experience before the bidding stage. Inadequate
experience of contractors is the most important factor in
causing delays. Contractors with inadequate experience
Relative Important Index = ∑W/(A×N)
|
REDUCE
Delays can be avoided or minimized when their causes are
clearly identified. According to the preceding findings, the
following recommendations can be made as ways to
minimize and control delays in construction projects:
6) The questionnaire is developed based on the literature
findings and preliminary discussions with some parties
involved in public projects.
© 2019, IRJET
TO
|
ISO 9001:2008 Certified Journal
|
Page 1917
International Research Journal of Engineering and Technology (IRJET)
e-ISSN: 2395-0056
Volume: 06 Issue: 07 | July 2019
p-ISSN: 2395-0072
www.irjet.net
cannot plan and manage projects properly, and this may
result in deleterious consequences.
delayed. Progress payments should be made on time to
contractors to finance the work.
2. Contractors should pay more attention to preparing
effective planning and scheduling. During construction,
planning and scheduling may be revised if necessary
conditions occur. Only a project that is well planned and
scheduled can be well executed.
13. Owners should make decisions as quickly as possible so
as to avoid delay.
14. Since many parties are involved in a project (client,
consultant,
contractor,
and
subcontractors),
communication and coordination with other parties is a
crucial factor in the timely completion of the project.
Effective communication avoid most delays. Proper
communication and coordination channels between the
various parties should be established during each phase
of construction. Problems with communication may
result in misunderstandings and, therefore, delays in the
execution of the project.
3. All working drawings must be clearly drawn indicating all
the dimensions and labels to scale so as to avoid
confusion during construction.
4. Site management and supervision should be done
correctly. Administrative staff should be assigned to
make necessary arrangements to complete projects
within the specified time while meeting quality and cost
requirements.
8. CONCLUSIONS
5. Owners may demand design changes during construction,
but only to the extent that no adverse effects occur with
respect to mission critical activities.
To have a good understanding of the identified
constraints at the planning stages, we suggest the
management to have the constraints documented and to
consider these constraints in the relevant project planning
agenda and schedule as well as the designing of the
organizational structure. At the implementation stage, the
management should keep track of the progress and be aware
of the constraints they encounter. The management should
ensure that enough resources, which include money,
facilities, staffing and effort, are allocated to decrease the
limitations from the constraints encountered. In view of the
nature of the different types of constraints, we suggest that
the middle managers are empowered to take up adaptive
management in response to the prevailing conditions. Delay
is a serious issue in construction industry as it impacts the
time and cost of projects.
6. Delivery of construction materials to a site should not be
late so that work may be executed in the planned order.
7. Generally, large projects may entail having many
subcontractors working under main contractors. If a
subcontractor is capable and reliable, the project can be
completed on time as planned. If the subcontractor
underperforms because of inadequate experience or
capability, the project may face delays. The use of many
subcontractors may lead to a high risk of delays.
8. Inspection and testing by consultants is an important
activity during construction since poor quality inspection
may result in lower quality of work.
Delay in construction projects would cause for extra cost
and loss in financial return or other benefits from project.
Thus, delay is costly for both owner and contractor. The
extent of delays should be reduced by identifying the root
causes of financial related problems and find out the
solutions that are able to reduce the extent of delays in
construction project. The survey findings indicated that the
root causes of financial related delays are because of poor
cash flow management followed by late payment, insufficient
financial resources and financial market instability.
Contractor’s instable financial background, client’s poor
financial and business management, difficulties in obtaining
loan from financiers and inflation were identified as the most
significant underlying causes. All parties involved in the
construction project agreed on the fact that clients should
bear the greatest responsibility and play the most important
role in lessening the impact of financial problems and delays.
9. The quality and experience of the labour force can have a
major impact on projects. Unqualified workers may lead
to inefficient work and cause accidents during
construction.
10. Clients should ensure that proper planning
and
costing of the works are made during the pre- contract
period so as to avoid intermittent stoppage of works as a
result of funding constraints since this not only increases
the
11. construction period but also impacts on the contractors
overhead costs and costs associated, with mobilization
and demobilization during the period within which the
works were suspended.
12. Delays in deliveries to construction sites, approval of
design documents, and progress payments are delay
factors caused by owners. Sites should receive deliveries
as soon as possible. Design documents should be
approved promptly; otherwise, work progress could be
© 2019, IRJET
|
Impact Factor value: 7.211
In this project work, we identifying the different
constraints by RII method which are directly affected on the
work delay in the infrastructure construction project. Mainly
feasibility and early planning stage shows maximum RII
|
ISO 9001:2008 Certified Journal
|
Page 1918
International Research Journal of Engineering and Technology (IRJET)
e-ISSN: 2395-0056
Volume: 06 Issue: 07 | July 2019
p-ISSN: 2395-0072
www.irjet.net
0.740 so out of 6 factor this is most effected delay in the
infrastructure construction project work in this way So it is
identifying and removing constraints from bottleneck
activities, which helps to reduce uncertainities in
construction process and increase the transparency of the
project management.
Liquefied Natural Gas Construction” 31st Annual ARCOM
Conference, Lincoln, UK, pp - 803-812.
[9]Xiang P; Zhou J; Zhou X; and Ye K.,(2012), “Construction
Project Risk Management Based on the View of Asymmetric
Information” Journal of Construction Engineering and
Management, Vol 138, No.11, pp - 1303-1311.
The identification of the constraints helps project
managers not only understand the characteristics of the
constraints, but also predict the time and stage that the
constraints may be encountered. The economic constraints,
legal constraints and the environmental constraints are
mainly appeared in the planning and definition stage. It
affects the proposal and design of the project. The technical
constraints and social constraints are expected to be
encountered during the project implementation and
maintenance period. A good prediction of the constraints
helps make good project planning and resources allocation.
Project managers can judge whether the constraint is
maintained through the whole progress of the project.
9. References
[1]Jacob D.B and McClelland W.T.,(2001),“Theory of
Constraints Project Management” Manual of the Goldratt
Institute, pp - 1-12.
[2]Lorterapong P. and Ussavadilokrit M.,(2013),
“Construction Scheduling Using the Constraint Satisfaction
Problem Method” Journal of Construction Engineering and
Management, Vol 139, No. 4, pp - 414-422.
[3]Lau E. and Kong J. J., (2006), “Identification of Constraints
in Construction Projects to Improve Performance” The Joint
International Conference on Construction, Culture, Innovation
and Management, pp - 655-663.
[4]Mirzaei M and Mabin V. J.,(2014), “Exploring Constraints in
projects: A Construction Industry case study”Proceedings of
the Joint Conference of New Zealand Statistical Association and
Operations Research Society of New Zealand 2014, Paper No.
24.
[5]Muhwezi L. , Acai J. and Otim G.,(2014), “An Assessment of
the Factors Causing Delays on Building Construction Projects
in Uganda” International Journal of Construction Engineering
and Management,Vol 3,No. 1,pp - 13-23.
[6]Rahman H. A, Takim R and Min W. S.,(2009), “Financial
Related Causes Contributing to Project Delays” Journal of
Retail & Leisure Property, Vol 8,No.3, pp - 225–238.
[7]Simsit Z. T. , Gunay N. S. and Vayvay O.,(2014), “Theory of
Constraints: A Literature Review” Proceedings of
10thInternational Strategic Management Conference, pp - 930936.
[8]Wang J. , Shou W. And Wang X.,(2015), “A Framework of
Total Constraint Management for Improving Work Flow in
© 2019, IRJET
|
Impact Factor value: 7.211
|
ISO 9001:2008 Certified Journal
|
Page 1919